如何發展銀行品牌形象-以專注於財富管理業務的遠東國際商業銀行為例

Abstract

摘要 為爭取財富管理市場，各家銀行皆在努力突顯價值差異所在，除在財富管理業務需從產品文化邁向更全面的客戶諮詢服務，以顧問式資產配置及資產管理提供客戶細緻化服務、更高層次的專業責任外，許多金控更是運用集團資源進行整合行銷，建立一次購足的平台環境，除了理財外，並強調以服務價值、提供優質的理財服務，而銀行的行銷方式也從原先業務導向，轉變為客戶導向，並逐漸區隔出超高資產客群，正式開啟一個以服務為導向的新紀元。因此，要獲得顧客青睞，除了以顧客需求為導向，不斷創新金融服務，滿足顧客對金融商品之需求及達到全面性顧客滿意度外，更要加強內部服標準務流程(SOP)，強化服務品質以取得競爭優勢，方能在競爭激烈之金融環境中脫穎而出。 對銀行業而言，要如何維持卓越的服務品質、建立獨特品牌形象，以使得顧客只忠誠於與你往來將顯得非常重要。銀行業為順應潮流及提高競爭力，無不致力於品牌形象的開發。品牌形象是提供顧客各種選擇往來銀行的線索，一旦品牌讓顧客接受，行銷就變得更容易了。當所有銀行都提供相同的產品及服務時，建立公司的品牌形象及身分辯識將成為區隔銀行的必要方向，銀行名稱的不同即代表不同的品牌效果。銀行品牌形象越佳將提升消費者對銀行的信任，也大為提高銀行的競爭力。 品牌定位的終極目標是在為其品牌建構獨占市場。獨占市場的定義，並非指市場僅有一家品牌，而是要在看似完全競爭的市場當中建立專屬的目標族群，此一目標族群僅忠誠於該品牌，也由此發展出一無競爭市場。本研究以研究者任職的銀行為例，要透過分析內外部資訊及被訪談者的問題，找出如何發展銀行獨特品牌形象，並提供個案銀行的最佳品牌經營模式，以建構個案銀行的獨占市場。

關鍵字：品牌形象、品牌定位、財富管理、獨特價值、服務品質、客戶忠誠度Abstract In order to strive for the wealth management market, all banks are striving to highlight the difference in value. In addition to the wealth management, businesses need to move from product culture to more comprehensive customer advisory services, providing customer-oriented services with consultative asset allocation and asset management. In addition to high-level professional responsibilities, many of the financial controls use the business group's resources to integrate marketing and establish a platform environment for purchasing. In addition to financial management, it emphasizes service value and provides quality financial services. The bank's marketing methods were originally business-oriented, and then it turned into customer orientation. It gradually separated the ultra-high-risk customer segment from the rest, officially opening a new service-oriented era. Therefore, in order to gain customer favor, the bank should not only be customer demand-oriented, continue to innovate financial services, meet customer demand for financial products and achieve comprehensive customer satisfaction, but also strengthen internal service standard process (SOP), strengthen service quality to gain a competitive advantage. By so doing, the bank can stand out in a highly competitive financial environment. In addition, under the unprecedented competition and difficult operating environment, the bank has to establish its own competitive advantages. In addition to expanding its market share through mergers, establishing and maintaining good relationships with customers has become a focus of attention. For a bank, how to maintain excellent service quality and establish a unique brand image so that customers are only loyal to the bank will be very important. In order to comply with the trend and improve competitiveness, the banking industry is committed to the development of brand image. Brand image is a clue to provide customers with a variety of choices of banks. Once the customers are loyal to the bank, marketing becomes easier. When all banks provide the same products and services, establishing the-brand image and identity will become the necessary direction for the bank. The difference between the bank names represents different brand effects. The better the bank's brand image will enhance consumers' trust in the bank and greatly enhances the competitiveness of the bank. The ultimate goal of brand positioning is to build a monopoly market for the brand. By a monopoly market, it does not mean that there is only a brand in the market, but a specific segment of target customers in a seemingly fullly competitive market. This segment of target customers is only loyal to the brand,and therefore an uncontested market is created.This thesis work, a case study on the bank the researcher works for , is aimed at developing the focal bank’s unique brand image by comprehensive internal and extenal data analysis and interviews. The best branding model is proposed to construct a monopoly market for the focal bank.

Keywords: brand image, brand positioning, wealth management, unique value, service quality, customer loyalty